"Social Networking Sites: A Promotion Tool"

We define social network sites as web-based services that allow individuals to -

·         Construct a public or semi-public profile within a bounded system,

·         articulate a list of other users with whom they share a connection, and

·    view and navigate their list of connections and those made by others within the system.

The nature and nomenclature of these connections may vary from site to site. While we use the term "social network site" to describe this phenomenon, the term "social networking sites" also appears in public discourse, and the two terms are often used interchangeably. We chose not to employ the term "networking" for two reasons: emphasis and scope. "Networking" emphasizes relationship initiation, often between strangers. While networking is possible on these sites, it is not the primary practice on many of them, nor is it what differentiates them from other forms of computer-mediated communication (CMC).

What makes social network sites unique is not that they allow individuals to meet strangers, but rather that they enable users to articulate and make visible their social networks. This can result in connections between individuals that would not otherwise be made, but that is often not the goal, and these meetings are frequently between "latent ties" (Haythornthwaite, 2005) who share some offline connection. On many of the large SNSs, participants are not necessarily "networking" or looking to meet new people; instead, they are primarily communicating with people who are already a part of their extended social network. To emphasize this articulated social network as a critical organizing feature of these sites, we label them "social network sites."

While SNSs have implemented a wide variety of technical features, their backbone consists of visible profiles that display an articulated list of Friends who are also users of the system. Profiles are unique pages where one can "type oneself into being" (Sundén, 2003, p. 3). After joining an SNS, an individual is asked to fill out forms containing a series of questions. The profile is generated using the answers to these questions, which typically include descriptors such as age, location, interests, and an "about me" section. Most sites also encourage users to upload a profile photo. Some sites allow users to enhance their profiles by adding multimedia content or modifying their profile's look and feel. Others, such as Facebook, allow users to add modules ("Applications") that enhance their profile.

After joining a social network site, users are prompted to identify others in the system with whom they have a relationship. The label for these relationships differs depending on the site—popular terms include "Friends," "Contacts," and "Fans." Most SNSs require bi-directional confirmation for Friendship, but some do not. These one-directional ties are sometimes labeled as "Fans" or "Followers," but many sites call these Friends as well. The term "Friends" can be misleading, because the connection does not necessarily mean friendship in the everyday vernacular sense, and the reasons people connect are varied (boyd, 2006a).

The public display of connections is a crucial component of SNSs. The Friends list contains links to each Friend's profile, enabling viewers to traverse the network graph by clicking through the Friends lists. On most sites, the list of Friends is visible to anyone who is permitted to view the profile, although there are exceptions.

Most SNSs also provide a mechanism for users to leave messages on their Friends' profiles. This feature typically involves leaving "comments," although sites employ various labels for this feature. In addition, SNSs often have a private messaging feature similar to webmail. While both private messages and comments are popular on most of the major SNSs, they are not universally available.

Beyond profiles, Friends, comments, and private messaging, SNSs vary greatly in their features and user base. Some have photo-sharing or video-sharing capabilities; others have built-in blogging and instant messaging technology. There are mobile-specific SNSs (e.g., Dodgeball), but some web-based SNSs also support limited mobile interactions (e.g., Facebook, MySpace, and Cyworld). Many SNSs target people from specific geographical regions or linguistic groups, although this does not always determine the site's constituency. Orkut, for example, was launched in the United States with an English-only interface, but Portuguese-speaking Brazilians quickly became the dominant user group (Kopytoff, 2004). Some sites are designed with specific ethnic, religious, sexual orientation, political, or other identity-driven categories in mind. There are even SNSs for dogs (Dogster) and cats (Catster), although their owners must manage their profiles.

While SNSs are often designed to be widely accessible, many attract homogeneous populations initially, so it is not uncommon to find groups using sites to segregate themselves by nationality, age, educational level, or other factors that typically segment society (Hargittai, this issue), even if that was not the intention of the designers.

Why it is needed?

The sheer number of users on social networking Web sites and their passion for the topic represents a potentially significant opportunity that marketers have yet to fully understand and tap.  As today’s social networking sites exert a much stronger pull on their members compared to other Web sites, social networks have become a potentially useful marketing tool. 

Social Networking Websites represent an important media channel for reaching a diverse demographic, including, teens and young adults, women, moms, affluent consumers, and older individuals

Consumers respond less to traditional media and advertising, and are moving towards consumer-to-consumer communication such as blogging, mobile messaging, comparison shopping sites, word-of-mouth marketing, and peer-to-peer networks.  It is seen that a significant number of consumers trust advice from friends online; representing three times as much trust than via traditional media.  Further, one in three Internet users visits Web sites containing user-generated content to help make purchase decisions.

Advantages

1.      Being where the customers are

 It is unavoidable; the social networking sites rely on the regular presence of millions of users. Since the new generations to the elderly, many people spent hours daily on sites like Facebook and Twitter, watching videos on YouTube, sharing photos on Flickr.

2.      Have a current image of the company

Social networks are part of people's lives, where users get recent development and news. Companies with strong presences therefore keep their following up to dates. These are values that can convey a positive image of any company.

3.      Open Channel with customers

A presence in social networks makes it possible to receive comments and feedback, thus creating channel of interaction with clients, potential clients and society at large, which operates 24 hours a day, seven days a week.

4.      Contributes to a good ranking in search engines

 We have certainly already noticed that when you search on Google that some of the suggestions are Blogs, Videos, Pages at Facebook, etc. Having a company website may not be enough to get a good ranking for those keywords that vital for your niche.

5.      It is relatively cheap

If we consider the potential impressions, clicks, interaction with the brand provided by social networks, and compare its cost with the potential for the same results in other traditional media, we find that the investment remains relatively cheap.

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Build . A . Bear Workshop - Is it Successful ? (A Case Study)

Maxine Clark founded Build- A-Bear Workshop in 1996.   Unexpectedly, Clark’s store excelled quickly and greatly, having more supporters versus non-supporters.   Not only is the company continuously excelling in profits, but it is also expanding the availability of its products by the many store locations it has opened. Build a bear is worlds one of the leading toy making company. Especially they make teddy bears and stuffed animals. It makes an environment of greater amusement for children creating longer lasting memory. In the Build – A – Bear children steps into cartoon worlds and some other amazing fun. Kids love Build – A – Bear. And they are not only making stuffed animals. And this experience costs as low as $10 and around $25. It is not only selling the Bear, but also the experience of participating in the creation of personalized entertainment.

Build – A - Bear is competing with other stuffed toy making companies, such as Teddy bear. It maintains its sales volume in a balanced manner. Its sales do not peak during holiday season, but are evenly distributed throughout the year. They use a catchword – “We don’t think of ourselves as a toy store – we think of ourselves as an experience. The firm is mostly customer centric, rather than product centric. They are focusing on product customization, but focusing more on customer preferences. For that they are following different ways to communicate with customers. It is making some additions generated from customers and making opportunities for them to build a lasting memory.

1) Give examples of needs, wants and demands that Build-A-Bear customers demonstrate, differentiating each of these three concepts. What are the implications of each on Build-A- Bear’s actions?

         Needs:
                        Need is defined as a state of felt of deprivation or lacking something. According to this case study, we can say that the children needs are entertainment, fun and creativity. We know that every child want to play with something whether the child belongs to a rich or a poorer family. The second thing is we can notice that the new born babies love to play with technology means they want creativity. They want to do something that is new and unique.

         Wants:
                      Wants are basically “needs, that are fulfilled according to the costumer’s personality and culture.” In this case study, we can observe that the target customers are children and children love to play with animals. Due to the advancements in technology, the children are being something which they really want and know to be the only source of delightfulness.   Hence, the company has added different assembly lines and clearly labeled work stations.

         Demands:       
                            Demands are “wants, backed up by buying power”. The Build-A-Bear company gives experience to their costumers of creating a stuffed animal at a very low cost as compared with others. Customers demand specific products that add up to the most valuable and satisfaction. Among the most relevant examples we can mention are both new store locations and accessories. “Mini-scooters and mascot bears at professional sport venues” are also specific ideas that were interpreted as customer`s demands by the company.

2) In detail, describe all facets of Build-A-Bear’s product. What is being exchanged in a Build-A-Bear transaction?

In a Build-A-Bear transaction the customers have multiple options to apply within the making of the bear.   For example, the choosing of the bear itself, the wardrobe, the voice box, and of course the choosing of the name.   Also the price of the bear is part of the transaction.   Usually the price is anywhere between $10 and $25.  

Lastly, the most important part of the transaction in my point of view is the experience and memory that is made during the time that the customer is in the store or possibly online.

3) Which of the marketing management concepts covered in this chapter best describes Build-A-Bear Workshop?

The marketing concept within the marketing management concepts is the one that best describes Build-A-Bear. The marketing concept, which is the “marketing management philosophy which holds that achieving organisational goals depends on determining the needs and wants of target markets and delivering the desired satisfactions more effectively than competitors. I think, it best describes the Build-A-Bear Workshop because they are focused on the needs of their customers and by creating and building relationships with their customer base. This is evident, as Maxine Clark, Founder & CEO, says ‘our concept is based on customisation’ and puts herself on the ‘frontline’ and asks her customers to email her with ideas and concepts that they have and believe could improve their product, while trying to answer to all the emails she receives.

4) Discuss In Detail The Value That Build a Bear Creates For Its Customers.

The Build-A-Bear Workshop is an organized world where children are able to create their very own stuffed animal just how they want it.   The process has a total of seven stations, in which the animal is fully put together.   This process leaves a child with more than just a stuffed animal, they have created a memory that most would not forget.   Build-A-Bear is very different from other makers of stuffed animals. While the key selling point of some may be quality, Build-A-Bear focuses on customization and the experience. The cost of the experience starts at $10 to $25 and many parents consider it as a bargain when they see their child’s delight. r.   Product personalization is very popular and it brings about great satisfaction, which in return helps to build relationships with customers. Clark never forgot what it is like to be a customer, which enabled her to make Build-A-Bear a customer-centered organization.   Clark is actively involved in the organization and visits several of the stores weekly.   In doing this, she has establishes a relationship with many customers and has created a buddy list via e-mail.   Although Clark only communicates with a portion of her customers, it acts as a foundation for her to communicate with all customers. All of the business and communication process helped Build – A – Bear to make longer lasting memory to each child and their parents. Thus they are promising superior values and capturing good values in return.

5) Is Build – A – Bear likely to be successful in continuing to build customer relationships? Why or why not?

Yes, Build – A – Bear likely to be successful in continuing to build customer relationships.

Build – A – Bear is trying to be connected with customers by using different communication method. The firm’s CEO Maxine Clark’s low-tech and high-tech methods for making Build – A – Bear is a truly customer centric organization. Personally she visits most of the stores not only to see the stores activities but also to interact with preteens and parents by chatting. Main target consumers of the product children are linked with a panel - “Virtual Club Council”. Company gets real time feedback from customers. Via that Build – A – Bear puts customer ideas into practice.

Especially, children enter into the Build – A – Bear store and become delighted. That’s make a opportunity to build an amazing longer lasting memory among children and successful customer relationships.

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Carter Cleaning Centers: A Case Study

List of five specific HR problems I think Carter Cleaning will have to grapple

 The company is more capital intensive, not labor.

 Hired wrong person for the job.

 Unskilled labors were operating machines.

 Employees are not giving their best.

 Lack of training for employees.

If I were Jennifer

If I were Jennifer, at first as a troubleshooter - I would make the transformation of the organization from capital to labor intensive and utilize the capital on new technology and modern management. Because, employees are the heart of the organizational activities. I will hire skilled employees by interviewing them properly. Will staff exact number of employees what the organizations need. I will arrange a training program for employees to increase their working ability. When employees are not giving their best I will increase their salaries as well as other benefits (bonus, increment), that will make them more productive. 

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JetBlue: High-Flying Airline Melts Down In Ice Flying Storm (A Case Study)

This case of JetBlue airways is based on service failure and its adequate recovery procedures. It is listed in the New York stock exchange as (NYSE:JBLU). A horrific incident on Wednesday, February 14, 2007 occurred in the history of JetBlue airways. Bad weather hampered the regular operations of JetBlue as winter storm. JetBlue’s passengers were in trouble of 10 hours waiting. Its normal operation took seven days to be restored. In that uncertain situation their orders become refunded and employee and recovery cost increases.

Because of that incident JetBlue incurs operating loss. So their share price decreases comparing to its previous years of operations. JetBlue faced that unfortunate situation because of lack of operational interaction among all departments of the organization.      

Finally, their CEO Neelam’s hard perseverance showed some unique ways to recover it. Although it did not worked as remedy for that service failure very quickly, it developed some long-term recoverable standards to bring the JetBlue airways in the aviation industry of the United States.       

   
Question 1

Could JetBlue depend on Neelman to lead the company out of trouble?

Neelman the CEO of JetBlue airways is running the company since many years. He should know all the influential matters inside the company on its employees and outside the company on its valuable customers.

If we can see that Neelman established the JetBlue a top class brand among customers in USA, Mexico and Caribbean region. Its unique services were very popular among customers which were absent in their competitors airlines. From different financial data we can see that it had a positive move from 2001 - 2006 before the occurrence of the trouble.

It was the main failure of the operational functions of JetBlue airways. But it was an accidental issue on which the CEO has no direct influence. Rather than this the overall growth, return and revenues, passenger per employees everything were in an upward move. Moreover they were in less complaint section of US airline industry.

Neelman had a vision to make JetBlue a new category of airline Service Company. He developed teamwork inside the organization to increase service quality.

After having the snow melt trouble Neelman and his fellow employees are trying to recover it as soon as possible such as building customers’ trust again.

By analyzing this I can say that Neelman is a dependable person for JetBlue Airways to be one of the best airline services again.

                                                                                                      

Question 2

Did the executive at JetBlue learn enough from their service failure to fix what was wrong and prevent from happening again? If not what further action should be taken?

Yes, I think they are learnt enough to fix the service failure and prevent it from happening again.

Neelman & his employees were trying hard to retain the previous position by learning from their service failure. For that they have targeted the Valentine’s Day. On that day the CEO Neelman issued a public apology and offered various recoverable measures. It was including the full refund and a free round trip if any passenger is detained onboard for more than 3 hours. JetBlue announced that they are ready to give any kind of penalty if any customer is the victim of his kind of trouble.

If employees are not learnt enough to recover the trouble, in that case JetBlue can bring some changes such as – upgrades to its reservations, innovative crew scheduling and call center.

Question 3

What, if any, strategic and operational changes should be made to ensure the company’s full recovery?

Customer defined not company defined

Should not guarantee

JetBlue airways have service failure and for that they must ensure the proper form of recovery. Their customers have recovery expectation of - understanding & accountability and fair treatment. Accountability and understanding may include both monetary and non-monetary benefits. Customers switching can be reduced by rebuilding and maintaining relationship with customers.

From the next service JetBlue airways should make the service fail – safe by doing it right the first time. Beside that JetBlue airways should set customer defined service strategy rather than company defined strategy.

Right after the service failure they must track complaints regularly and provide adequate explanations behind the failure to make transparent recovery.

As the JetBlue have service failure they must not provide big guarantees to their customer very frequently. But on some matters they can provide guarantee which is positively related to its adequate service guarantee.

I think JetBlue airways should follow above mentioned recovery procedures to overcome these unavoidable circumstances.

Conclusion

JetBlue Airways ‘s service is in critical condition and recovery should follow the appropriate service recovery procedures discussed in the chapter “Service Recovery” in the book of Zeithaml, Jo Bitner, Gremler and Ajay Pandit.

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People, Service & Profit At JYSKE Bank : A Case Study on JYSKE Bank

This case is of the JYSKE BANK. It was established in 1967 with the merger of 4 Danish banks. It is the third largest bank in Denmark. In this case it is focused that JYSKE BANK has a strong ground in the banking market of Denmark and they are the market leader of customer satisfaction by utilizing their model called JYSKE FORSKELLE. JYSKE BANK practices this model to satisfy their valuable customers.

The model’s name JYSKE FORSKELLE has the meaning of JYSKE differences. That means, although initially the bank followed the traditional banking approach then it felt to bring some differences from its core values in customer services comparing to its competitors. The main goal of this difference was changing product oriented JYSKE BANK to customer oriented bank.

JYSKE bank is introducing the 5 dimensions of service quality in its core values of operations. This relationship between core values and 5 basic service quality dimensions are – 

Core Value	Service Quality Dimension
Effective and sustainable	Reliability
Open and honest	Assurance
Commonsense	Responsiveness
Genuine interest and Equal respect	Empathy
Physical innovations in service	Tangible

Question 1

As of the mid – 1990s, what was JYSKE Bank’s competitive positioning, that is, what did it do for customers relative to its competitors?

The JYSKE BANK places great emphasis on its three groups of stakeholders, shareholders, to treat clients and employees, with the same respect. If the balance in favor of one or two groups shifts, is the long-term expense of all groups.

In mid 1990s JYSKE was dealing a group of customers with one employee. For that reason possibility of serving each customer simultaneously was pretty difficult which was making fellow customers very annoying and disappointed. In that case customers’ incompatible needs were negatively affecting each other.

Employees were provided ID cards with dull images that were not indicating friendliness in providing services. Moreover loan processing criteria was pretty critical both for employees and customers. These were hampering service popularity and long term satisfaction among customers. Beside that employees were no feeling themselves empowered enough to be one of the important stakeholders of the organization.

The core values of the Bank are its fundamental basis. In relation to customers and staff, have the following characteristics which JYSKE Bank makes it unique:

Common sense

Open and honest

Different and unpretentious

Genuine interest and same attention

Effective and sustainable

Academy of management led these same values to reevaluate how the Bank has with their customers. The manager knew that if these values, they change their conservative attitude of the past and a service, which should be distributed and innovative Bank wished to remain faithful to the customers within a competitive banking sector.

Question 2

As of 2003, what was JYSKE Bank’s competitive positioning?

Originally JYSKE Bank was following an old-fashioned banking system. Its competitive differentiation strategy was originated from its core values and differences. Those are consisting equality, transparency, honesty, respect and efficiency.

The goal was to embed firm’s values in each of the external customer of its business and operations and stand out from the competition. In the mid-1990s, JYSKE bank transformed and positioned itself as a very customer-focused bank. Then they began to promote relationships with customers to understand their needs and solutions in accordance with their strategy. Its only target was less risk bearing customers those are ready to afford a premium price and were comfortable with the banks candid personality and portrayed image.

This strategy went beyond the traditional product-centric approach, as most of the banks have taken it over. JYSKE Bank differentiates itself on the aspect of service provision and it invested in tools, employee capability, solutions and increase spending time with their customers.

JYSKE introduced a new competitive positioning in its branches and all sorts of operations. New positioning is shown below -     

       

Out of Box Services -

·         Developing a niche marketing and targeting the right set of customers.

·         A single customer is assigned to a small group of employees in each of the branches of JYSKE bank to ensure better and quick service with compiled effort.

·         JYSKE bank is keeping friendly picture employees on the ID card.

Value addition -

·         To be nice to every customer to ensure satisfaction.

·         Making available time for customers.

·         Caring customers as much as possible

·         Focusing on niche marketing for extremely valuable customers.

·         Training for building team and provide adequate services.

·         Empowering employees with training and allotting enough power to make instant decision at least at the branch level.

·         JYSKE bank is offering attractive incentives to their employees to increase satisfaction and commitment to the organization.

Cutting Edge -

Here tools developed means – Customers’ needs are identified. And the combine effort of these tools and employees are cutting edges.

·         JYSKE bank developed IT tools to help customers in identifying customers’ problems and providing proper solutions.

·         Both employees and the tools are providing appropriate solutions to customers.

Service & culture that differentiates–

·         More employee centric approach to maintain customer satisfaction.

·         Empowering employees for decision making.

·         Employee training for fro better service orientation availability for customers.

·         Changing the style of delivering financial services to customers.

Question 3

What did JYSKE Bank change to enable it to deliver its new competitive positioning?

Any product based or service organization can bring some differences in their corporation. JYSKE bank is a service organization that is required to do some competitive positioning. It introduced some tangible and intangible differences in its organization to do so. To maintain the satisfaction among existing customers and gaining new customers Jyse brought these tangible and intangible changes into its service system.

Some Tangible changes those were brought in JYSKE Bank’s operation:

Account Team:

This was started when each employee of the branch to serve as primary point of contact. There were many problems. Gradually JYSKE bank identified that many valued customers are coming to the bank simultaneously.  Employees are busy with customers who were arrived first. But JYSKE bank were committed to provide individualized service to each customer. This situation was hampering their commitment. Then the accounting tem of that bank introduced the team based performance criteria. That means  each of the customer of JYSKE bank were assigned to a particular tem. The team members were looking that problem by working together. The facility from that tem based performance was that providing each customer with great ease, providing individualized service to each customer and maintaining customer satisfaction in highest level by keeping close physical proximity with each customer.          

Branch Design:

JYSKE bank spent huge amount of money to redesign their bank branches. The purpose was not only to decorate it to look attractive. There were some other reasons to make their branches customer friendly. So that customers can take their services with a great ease and comfort. Some of the beneficial effects of the redesigning branches are -   

                                    Interactional attractiveness - JYSKE bank were creating interactional attractiveness among valuable customers through architectural and design changes. They are delighting their waiting customers with coffee, fresh juice and with a play center for children.

                                    Signifying Quality - Employees layouts in the branches signifies quality of the service. Because, 3 or 4 employees were sitting at a single large round table to provide quick services to customers.

                                    Reinforcing Openness – IT system of all branches were designed to structure interaction between team members and customers. Because employees computer screen were placed like that customers can see them and ensured openness to customers.        

If conversation goes long there were meeting rooms those were ready to give services with feeling of home.

Details:

JYSKE bank tried to show that their employees are working with genuine interest to serve customers properly. For that they hired professional photographer who worked with employees and captured the genuine interest in employees’ eyes.

That means JYSKE BANK ensures the physical facilities for customers. These physical conditions ensured the proper tangible differences in branches of JYSKE BANK.

Some Intangible changes those were brought in JYSKE Bank’s operation:   

To enable the competitive positioning JYSKE Bank also did some intangible changes in its operations.

Training:

JYSKE Bank provided adequate training to their employees. It helped the team based service strategy of JYSKE Bank to provide service in the way out of traditional retail business.

Branches’ Empowerment: the decentralization of loan process

As employees are trained properly they are also given some additional power to provide the service with a great ease.

Generally in traditional banking services when customers are arriving for the sake of arranging loan there are some provisions of allowing getting loan. If a customer was to apply for a loan the entire procedure used to take a long time as the branch manager used to write a formal application and forward the application to the regional level for approval. This is a lengthy and time consuming process.

To get rid of this hassle JYSKE BANK empower their employees with proper training to approve the loan as soon as possible. JYSKE make the particular employee the owner of the loan. This system was implemented to affect the service internally and positively. Managers became enabled to contact to customers and collect information properly. And quality of data collected is increasing. For that reason manages are approving small loans almost instantly. All the employees were told – “When in doubt, ask. However, if there is no doubt, go ahead”. From this we can get ideas about the benefit of empowering employees and improving efficiency of the service. 

Question 4 

How did JYSKE Bank implement those changes?

JYSKE bank brought some changes in its management style. JYSKE used many tools, trainings and JYSKE values to link them together through the share of values of their employees. JYSKE bank implemented these in changing especially, their human resources.

The Bank reached its new customer-oriented competitive method. It is known as STP and goes through the positioning in 3 stages - segmentation, targeting and finally positioning. JYSKE bank implemented it in following ways -

1)      Segmentation is done by following ways –

Private Banking

Corporate Banking

Consumer Banking

2)      Targeting is done by following ways –

Danish families

Small to Medium Danish companies

3)      JYSKE bank finally positioned their bank as – A bank which makes a difference for the customer.

           ## JYSKE Bank was selecting their employees not only depending on their banking skills; they are also evaluating the social abilities of each and every employee which will go along with service mindedness and some JYSKE values such as: openness to customers and genuine interest in other people. JYSKE bank hires employees only if employees are consistent to JYSKE values to ensure satisfaction of customers.

           ## JYSKE Bank made employees’ development as every employee’s responsibility. JYSKE helped in development of employees by investing more on it. But they kept the development of every employee within the JYSKE values.

           ## JYSKE bank offers a few monetary incentives to its valuable employees to keep them motivated and perform better. IT is the part of reward facilities based on performances. JYSKE provides three types of incentives - stock, one-time payments and annual raises. The portion of incentives depends on the overall performance of the bank. If JYSKE bank’s performances are growing, then the portion of incentives are increasing. Thus employees are getting more motivation to perform with customer satisfaction.

           ## JYSKE bank is committed to both customers and their valuable employees. The promises those they are making are being fulfilled for sure. Also JYSKE bank is investing more in employees, system and infrastructure to be the top one in Scandinavian banking market.

Conclusion

At last after studying the case and I can say that, JYSKE bank’s present competitive market positioning is pretty right and it is going well. But beside that it must handle daily customer encounters properly and if any failure occurred then JYSKE must fulfill service recovery expectations of each customer by following service recovery strategies properly.

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